Chapter 8 ORGANIZATIONAL STRUCTURE AND DESIGN,Organizational structure and design: Various elements of organizational structure and what contingency factors influence the design; how to design appropriate organizational structures Staffing: Human resource managementhuman resource planning; recruitment and selection; orientation ;training,Chapter8 ORGANIZATIONAL STRUCTURE AND DESIGN Learning Objectives: Define organizational structure and organizational design Explain why structure and design are important to an organization Describe key elements of organizational structure Differentiate mechanistic and organic organizational design Describe a simple structure, a functional structure, and a divisional structure Describe matrix structures,1 Defining Organizational Structure and Design1.1 organizing - the process of creating an organizations structure 1.2 organizational structure - the formal framework by which job tasks are divided, grouped, and coordinated (1) Complexity : the amount of differentiation in an organization (2) Formalization : the degree to which jobs are standardized and the extent to which employee behavior is guided by rules and procedures. explicit job descriptions clearly defined proceduresstandardization - removes the need for employees to consider alternatives employee allowed minimal discretion in highly formalized jobs,(3) Centralization and Decentralization Centralization: the degree to which decision making is concentrated at a single point in the organization, usually in the upper levels of the organization. Decentralization: the handing down of decision-making authority to lower levels in an organization. 1.3 organizational design - process of developing or changing an organizations structure,2 Vertical Dimension of Organization 2.1 Unity of Command - a person should report to only one manager A slave who has three masters is a free man. These concepts are less relevant today due to information technology and employee empowerment2.2 Authority and Responsibility Authority - the rights inherent in a managerial position to tell people what to do and to expect them to do it Formal legitimate right Authority is vested in organizational positions, not people. King is dead, Long live the king. Responsibility - the obligation to perform any assigned duties,Chain of Command continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom 2.3 Span of Control number of employees that a manager can efficiently and effectively manage determines the number of levels and managers in an organization What determines the “ideal” span of control? appropriate span influenced by: the skills and abilities of employees the complexity of tasks performed availability of standardized procedures sophistication of organizations information system,2.4 Centralization the degree to which decision making is concentrated at a single point in the organization top-level managers make decisions with little input from subordinates in a centralized organization Decentralization the degree to which decisions are made by lower level employees distinct trend toward decentralized decision making,3 Horizontal Dimension Departmentalization the basis by which jobs are grouped together functional - groups jobs by functions performed product - groups jobs by product line geographical - groups jobs on the basis of territory or geography process - groups jobs on the basis of product or customer flow customer - groups jobs on the basis of common customers,Functional Departmentalization职能部门化,Product Departmentalization 产品部门化,Geographical Departmentalization 地区部门化、地域部门化、区域部门化,Process Departmentalization 过程部门化、流程部门化,Customer Departmentalization 顾客部门化 、用户部门化, large organizations combine most or all forms of departmentalization trends customer departmentalization is increasingly being used better able to monitor and respond to customer needs cross-functional teams are becoming popular,4 Organizational Designs 4.1 Simple Structure - low departmentalization, wide spans of control, authority centralized in a single person, and little formalization commonly used by small businesses,As organizations increase in size, the structure tends to become more specialized and formalized.Unitary structure &Multidivisional structure 单一结构、U型结构多部门结构、M型结构,直线职能结构,财务,销售,采购,开发,生产,工艺,化学,总经理,人力资源,公共关系,行政,产品分部,产品分部,产品分部,产品分部,产品分部,销售分部,销售分部,销售分部,销售分部,销售分部,4.2 Functional Structure - groups similar or related occupational specialties together,Specialization Barriers across departments Slow response to environmental changes,4.3 事业部制 Divisional Structure 多部门结构 (The Multidivisional Structure) M型结构,General Executives,Operating Division (Paints),Operating Division (Plastics),Operating Division (Dyestuffs),Operating Division (Industrial Chemicals),